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Learning to Live with Complexity
Sargut, Gokce; McGrath, Rita GuntherArticle HBS-R1109C-EStrategyBusiness life has always featured the unpredictable, the surprising, and the unexpected. But in today's hyperconnected world, complexity is the norm. Systems that used to be separate are now intertwined and interdependent, and knowing the starting conditions is no guide to predicting outcomes; too many continuously changing interactive elements are in play. Managers looking to navigate these difficulties need to adopt new approaches. They shoul...Starting at €8.20
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How the Growth Outliers Do It
McGrath, Rita GuntherArticle HBS-R1201J-EStrategySteady, predictable growth is what every big company strives for, and what investors prize above all else. McGrath set out to discover how many companies actually deliver. To meet her initial criteria, a company had to have a market capitalization of at least US$1 billion and to have grown by 5% each year over a five-year period. Only 8% of the companies in her sample of 4,793 qualified. When the five-year period was doubled, only 10 companies qu...Starting at €8.20
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When Your Business Model Is in Trouble (Spanish version)
McGrath, Rita Gunther; Cliffe, SarahArticle HBS-R1101FStrategyWith product life cycles growing ever shorter and competition cropping up in unexpected places, nearly every industry is facing disruption. How can you tell if your model is running out of gas? For starters, if your next-generation innovations provide smaller and smaller improvements and your people have trouble thinking of new ways to enhance your offering. Pay heed to the signs and start experimenting with several new options until you find one...Starting at €8.20
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cómo ciertas empresas logran un crecimiento excepcional
McGrath, Rita GuntherArticle HBS-R1201JStrategyEl crecimiento constante y predecible es lo que todos los grandes se esfuerza por la compañía para inversores, y qué premio por encima de todo. McGrath se propuso descubrir cómo muchas empresas entregan realmente. Para cumplir con sus criterios iniciales, una empresa tenía que tener un valor de mercado de al menos US $ 1 mil millones y que han crecido en un 5% cada año durante un período de cinco años. Sólo el 8% de las empresas en la muestra de ...Starting at €8.20
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Aldi: The Dark Horse Discounter
Van Den Steen, Eric; Lane, DavidCase HBS-714474-EStrategyIn 2013, Aldi-the world's 8th largest retailer-planned to accelerate its US expansion. Aldi was a German-based hard discounter that sold a limited assortment of private-label groceries and household items in barebones stores. Despite its presence with 1200 stores in 32 states, Aldi was still relatively unknown in the US. But it was often cited as one of the reasons for Walmart's exit from Germany. Could it compete with Walmart in the US, Walmart'...Starting at €8.20
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Social Business at Novartis: Arogya Parivar
Porter, Michael E.; Kramer, Mark R.; Lane, DavidCase HBS-715411-EStrategyLate in 2013, Novartis CEO Joseph Jimenez was considering how and whether to deepen the company's investment in Arogya Parivar, its profitable program that sold Novartis medicines in rural India, while expanding access to medicine and health information to millions of Indian villagers.Starting at €8.20
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Loris
Zhang, Shunyuan; Narayandas, Das; Straaberg, Stacy; Lane, DavidCase HBS-524010-EStrategyIn December 2022, Loris's executive team considered their go-to-market strategy. Loris was an artificial intelligence (AI) software startup for the customer service industry with two products on the market: 1) Agent Assist which provided customer service agents (CSAs) with empathetic, on-brand responses to text-based live chat (live chat) conversations, and 2) Insights which provided customer experience (CX) leaders with CSA performance and custo...Starting at €8.20
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Learning to Live with Complexity (Spanish version)
Sargut, Gokce; McGrath, Rita GuntherArticle HBS-R1109CStrategyBusiness life has always featured the unpredictable, the surprising, and the unexpected. But in today's hyperconnected world, complexity is the norm. Systems that used to be separate are now intertwined and interdependent, and knowing the starting conditions is no guide to predicting outcomes; too many continuously changing interactive elements are in play. Managers looking to navigate these difficulties need to adopt new approaches. They shoul...Starting at €8.20
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Transient Advantage (Spanish version)
McGrath, Rita GuntherArticle HBS-R1306CStrategythe digital revolution, disappearing barriers to entry, globalization. In a turbulent environment, businesses can't afford to spend months crafting a single long-term strategy. They need a portfolio of multiple transient advantages that can be built quickly and abandoned just as rapidly. Transient advantages call for a whole new playbook, says Columbia Business School's McGrath. It involves a view of strategy that is less industry-bound and more...Starting at €8.20
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The Dark Horse Discounter (Spanish version)
Van Den Steen, Eric; Lane, DavidCase HBS-717S06StrategyIn 2013, Aldi-the world's 8th largest retailer-planned to accelerate its US expansion. Aldi was a German-based hard discounter that sold a limited assortment of private-label groceries and household items in barebones stores. Despite its presence with 1200 stores in 32 states, Aldi was still relatively unknown in the US. But it was often cited as one of the reasons for Walmart's exit from Germany. Could it compete with Walmart in the US, Walmart'...Starting at €8.20